tag:blogger.com,1999:blog-242333942018-12-21T01:16:33.172-08:00The EDGE GroupFinding a better way to do more good.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.comBlogger149125tag:blogger.com,1999:blog-24233394.post-79076019376768093002010-02-18T13:04:00.000-08:002010-02-18T13:08:16.471-08:00American Charities Raise $774-Million for HaitiFive weeks after the devastating earthquake in Haiti donors have contributed more than $774-million to support relief efforts.<br /><br />Aid to Haiti got a big lift from a star-studded telethon that was broadcast on major television networks in January. Donations made in response to the telethon totaled $66-million, and organizers awarded $35-million in grants on February 5.<br /><br />The biggest player - the American Red Cross, which had raised approximately $276-million as of February 16, including $6-million from last month’s Hope for Haiti telethon. More than $32-million was pledged to the Red Cross via text message. But churches and faith-based organizations we're a huge component of&nbsp;total as well. Among the results:<br /><ul><li>Adventist Development and Relief Agency has raised $3.2-million.</li><li>The American Jewish Joint Distribution Committee has raised approximately $5.5-million</li><li>American Jewish World Service has raised $5-million for its Haiti Earthquake Relief Fund.</li><li>Catholic Medical Mission Board has raised $1.3-million in cash and donations medicines and medical supplies worth $10.6-million.</li><li>Catholic Relief Services has secured $60.4-million in gifts and pledges.</li><li>Habitat for Humanity has raised $2.3-million.</li><li>Lutheran World Relief has raised more than $3.2-million.</li><li>Mennonite Central Committee has raised more than $3.2-million from donors in the United States, and another $5.1-million in Canada.</li><li>Mercy Corps has received $11.6-million.</li><li>The Salvation Army has raised $10.8-million.</li><li>Save the Children USA has raised $18.2-million, and another&nbsp;$48-million from its international affiliates.</li><li>The United Methodist Committee on Relief has raised $11-million.</li><li>World Vision’s U.S. operations has received $27.6-million in cash.</li></ul>Powerful philanthropy at work!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com1tag:blogger.com,1999:blog-24233394.post-76381051938723038142010-02-02T23:30:00.000-08:002010-02-02T23:41:15.259-08:00Three Ways to Deal with a Difficult BudgetAn updated economic survey from The National Association of Church Business Administration (NACBA) has found even more churches struggling in the economic downturn.&nbsp;At the end of&nbsp;2008, only 14 percent of survey respondents said their church was definitely having economy-related financial difficulties. In the last quarter of&nbsp;2009, that number&nbsp;had risen&nbsp;to almost 35 percent - or 1 in 3 churches! <br /><br />In response to the challenges, 47 percent said their church had frozen or reduced staff benefits (up from 18 percent in 2008). 20 percent had&nbsp;laid off staff,&nbsp;and 26 percent&nbsp;had postponed a major capital project.<br /><br />But are staff cuts or capital project postponements the best ways to deal with difficult financial times and&nbsp;a shrinking budget? How else can churches survive the recession? Consider these three options:<br /><br /><strong>#1: Slash&nbsp;the budget strategically.</strong> <br /><br />Funding programs and ministries that have little, if anything, to do with a church's primary mission and vision can unnecessarily strain both financial resources and human resources. It can also lead to a decline as congregants realize that rather than paying for progress in the church’s mission to make disciples, they are funding an organization.<br /><br />Steve Stroope and Dr. Aubrey Malphurs stress that churchesmust identify their core values, their mission, a clear&nbsp;vision and&nbsp;a strategy&nbsp;for accomplishing that vision before they approach the budgeting process. "Without a clear vision, values, and a strategy, you’ll not be able to develop a strategic budget," Malphurs and Stroope write in their book "Money Matters in Church." <br /><br />They also caution churches against simply increasing the budget, despite a downturn in giving, under the mistaken assumption that people will rise to the occasion and make up for the previous deficit with newfound generosity. In fact, rather than relying on percentage increases in giving to set yearly budgets, Stroope and Malphurs recommend using the pattern of numerical increase only as a more conservative tool. For example, an annual budget of $200,000 that winds up with a $30,000 surplus would be used to increase the budget by $30,000, but only in the following year. <br /><br /><strong>#2: Create an optimal staff size.</strong> <br /><br />The largest single budget item for any church is its staff. Paid ministry personnel eat up the largest share of a church’s funds. On average, salaries and wages comprise 38 percent of church operating budgets. When asked what options they have considered to reduce expenses this year, 20 percent of churches say they have implemented salary freezes, followed by hiring freezes, pay cuts and layoffs.<br /><br />Larger churches naturally require larger staffs. According to Tim Keller, senior pastor of Redeemer Presbyterian Church in New York, NY, "This creates a great burden on large churches, because unless you have a wealthy congregation, you can’t add staff as fast as you need to." The answer, he says, lies in a competent volunteer recruitment. A large and growing church must learn to depend more on lay ministry. <br /><br />This means more decision making is left up to the staff and more basic pastoral ministry, as well as shepherding, teaching, and discipling is in the hands of volunteers. "In summary, in small churches policy is decided by many, and ministry is done by a few. In large churches ministry is done by many, and policy is decided by a few," Keller writes.<br /><br /><strong>#3: Trim the fat.</strong><br /><br />A&nbsp;lot of large church budget items can be cut before leaders are forced to cut staff.&nbsp;"Bonuses, pay increases, ministry budgets and flexible expenses should be cut first," Eugene Mason writes. "Capital spending should be reduced. If the budget adjustments must result in loss of personnel, it’s crazy to leave in money for new Christmas decorations at the expense of a person’s livelihood. Personnel should be the last cut on the list, because when you make those cuts, they’re going to leave wounds."<br /><br />Mason also mentions one budget item that should not be cut—especially in a time of financial struggle for more people than usual—the benevolence fund. Instead, he says churches should encourage more giving in this specific area. "Consider special offerings with the proceeds going to families in need in the church and surrounding communities," he writes.<br /><br />These ideas, while focused on churches, are right for all mission-driven organizations. We hope these principles will be helpful as your leadership&nbsp;team faces challenging times and challenging decisions. If we can be of service, please call!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-57647238158976836492010-01-22T14:18:00.000-08:002010-01-22T14:18:37.446-08:00Ten Essential Responsibilities of Nonprofit BoardsFrom Bridgestar, the "<a href="http://www.bridgestar.org/Library/BasicResponsibilities.aspx">Ten Basic Responsibilities of Nonprofit Boards</a>."<br /><br /><br /><strong>#1. </strong>Determine mission and purpose. It is the board's responsibility to create and review a statement of mission and purpose that articulates the organization's goals, means, and primary constituents served. <br /><br /><strong>#2.</strong> Select the chief executive. Boards must reach consensus on the chief executive's responsibilities and undertake a careful search to find the most qualified individual for the position. <br /><br /><strong>#3. </strong>Support and evaluate the chief executive. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization. <br /><br /><strong>#4.</strong> Ensure effective planning. Boards must actively participate in an overall planning process and assist in implementing and monitoring the plan's goals. <br /><br /><strong>#5. </strong>Monitor and strengthen programs and services. The board's responsibility is to determine which programs are consistent with the organization's mission and monitor their effectiveness. <br /><br /><strong>#6.</strong> Ensure adequate financial resources. One of the board's foremost responsibilities is to secure adequate resources for the organization to fulfill its mission. <br /><br /><strong>#7. </strong>Protect assets and provide proper financial oversight. The board must assist in developing the annual budget and ensuring that proper financial controls are in place. <br /><br /><strong>#8. </strong>Build a competent board. All boards have a responsibility to articulate prerequisites for candidates, orient new members, and periodically and comprehensively evaluate their own performance. <br /><br /><strong>#9. </strong>Ensure legal and ethical integrity. The board is ultimately responsible for adherence to legal standards and ethical norms. <br /><br /><strong>#10. </strong>Enhance the organization's public standing. The board should clearly articulate the organization's mission, accomplishments, and goals to the public and garner support from the community. <br />&nbsp; <br />The Board is often one of the most misunderstood and most underutilized resources in a church or nonprofit organization. Call us if we can help you take your board's work from good to great!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-75614957103248987652010-01-22T14:13:00.000-08:002010-01-22T14:13:02.394-08:00Communities Need Locally Focused NonprofitsHere's an interesting article from the Nonprofit Quarterly:<br /><blockquote>Too often the focus of the national nonprofit and philanthropic press is big-state and big-city oriented. Technically, McHenry County, Illinois may be in the Chicago metropolitan area, but lying northwest of Chicago, the county is small with a total population the size of a large Chicago neighborhood. Probably not all that many people can locate Woodstock, Illinois, which happens to be the county seat, or pay attention to the comings-and-goings of McHenry County nonprofits. But they should. <br /><br />The McHenry County Latino Coalition shut down in 2009. A “victim of the recession,” according to one staff member, the Coalition had been largely dependent on state grants which “dried up during the state’s fiscal crisis,” and the organization lacked private funding to make up for the public sector cutbacks. Worth noting is that between 2000 and 2008, the Hispanic population of the County increased from 7.5 percent of 260,000 people to 11.3 percent of 318,000 people, reflecting the large increase in Latino immigration to Illinois during the past decade. Losing the Latino Coalition is no small thing to a rapidly increasing immigrant population that probably needs the kind of services of this small organization in Woodstock, Illinois.<br /></blockquote>This is a poignant reminder of (a) the importance of community-based organizations to the health of our communities, and (b) the need to diversify funding so that changes in any one source does not put our mission at risk.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-61633900503004065192010-01-13T06:52:00.000-08:002010-01-13T06:52:02.606-08:00Ask "Why"<strong>...And Ask It More and More</strong><br /><br />School tests and poor teachers and exhausted parents – the way the world operates – teach us that there’s one “right” answer to just about every question. So, questioning gets short shrift the older we get. Too often, questioning is seen as threatening or disloyal. But if we want to move our organizations -- and more importantly, our missions! -- forward, we need to ask "why" we do things...and to ask it more and more. <br /><br />Clarifying purpose is an essential ingrediant to Monster Missions. Need help clarifying yours? Let us know.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-9352778740671196642010-01-13T06:47:00.000-08:002010-01-13T06:47:57.011-08:00Is This Charity?A great little "article" by Kristin Barrali of the Nonprofit Quarterly: <br /><blockquote>Goldman Sachs might require its top executives to pay a percentage of earnings to charity according to the New York Times yesterday. Bear Stearns tried a similar tactic, requiring their top executives to donate 4% of their salaries to charity. While Goldman Sachs is still working on the details, if their top executives have the large bonuses many are anticipating, this could infuse hundreds of millions of dollars into the nonprofit sector. We’ve written before about Goldman Sachs and the history of philanthropy as a public image booster. While nonprofits sure could use more money, it begs the question, is required giving voluntary giving? Is this what the IRS had in mind when it defined charitable giving? Either way, we’ll keep watching to see just how big those Goldman Sachs bonuses are and how their latest philanthropic endeavor takes shape. As my favorite news commentators Seth Meyer and Amy Polar said, “Also if you are trying to convince people that care about things other than money, may I suggest you remove the words “gold” and “sacks” from your name?<br /></blockquote>What do you think? Does "mandated" giving qualify as charitable? Philanthropic?&nbsp;How do you believe such approaches&nbsp;effect philanthropy as a whole?Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-47313090864855568542010-01-12T07:36:00.000-08:002010-01-12T07:36:57.311-08:00Grow PeopleA Chinese proverb: If you want one year of prosperity, grow grain. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-54053024550612314892010-01-12T07:34:00.001-08:002010-01-12T07:34:36.027-08:00Quote: Leaders Give What Is Needed“Leaders give what is needed, not what is expected.” – Jerry Porras, Stewart Emery, Mark ThompsonJim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-27069635727405557272010-01-06T17:01:00.000-08:002010-01-06T17:01:35.685-08:00Three More Years of This?<strong>Experts Say Giving Downturn Likely to Last Until 2012</strong><br /><br />A recent article in The Christian Science Monitor reports that giving may remain flat or continue to decline for a few more years. According to the Giving USA Foundation, contributions dropped 2 percent from 2007 to 2008 and are likely to decline more steeply this year. Another study concluded that, based on giving patterns in the aftermath of the Depression and the recession of 1973-75, inflation-adjusted giving won’t return to the 2007 level until at least 2012, even if the recession ended by this June.<br /><br />Other recent studies have concluded that due to the shrinking economy, global shifts in economic power, and the enormous growth of the nonprofit sector over the past decade, a large percentage of churches and nonprofit organizations could remain in a chronically difficult situation for years to come. That is, unless, something significant changes.<br /><br />Organizations that intend to continue to serve the needs of their community will have to confront this reality directly, implementing new strategies for raising funds and providing service that maximize resources and organizational impact.<br /><br />Even amidst this challenging economy, numerous organizations continue to raise significant support, initiate new plans and programs, and increase their overall impact. New “start-up” organizations are emerging with energy, optimism, business smarts, and a ready-to-change-the-world posture. People are doing it. You can too!<br /><br />This is not a time for incremental or reactionary thinking. This is a time for monster missions. This is a time for highly engaged leaders and teams. This is a time for real comprehensive and strategic approaches to funding. This is a time for creating new mission-driven visions and vehicles for impact – grounded in reality, but no longer relying on past paradigms for guidance and success. <br />&nbsp; <br />This is, above all, a time to live on the EDGE.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-46347339071930554722010-01-06T16:59:00.000-08:002010-01-06T16:59:29.301-08:00Good In, Good Out<strong>A Simple Way to Change Your World</strong><br /><br />You probably work for a community or faith-based organization because you want to make a difference in the world, right? Well, if you really want to change the world, start by changing you.<br /><br />Change the way you work. Change the way you communicate. Change the way you interact with people. If you can change you, then you can impact your environment. If you can impact your environment, you can have a positive influence on others. And if you can have a positive influence on others, you can actually change the world you are living in.<br /><br />Consider for a minute the old IBM computer term, “Garbage In, Garbage Out.” What if the opposite is also true…good in, good out? To test this theory, try living the next few weeks by intentionally filling your day with good things like positive music, people, media, and prayer. As you consume “good things” then consciously move to producing positive actions and words. (Remember what your mom always told you, either say something nice or don’t say it at all.☺) And then take the time to show appreciation to people in your life who deserve it – someone who has helped you along the way, or who has always been supportive of you regardless of your strengths and weaknesses.<br /><br />Once you have taken care of your world; start applying this “Good in, Good out” thinking to your charitable work. Take the time to make your workspace warm and inviting. Update your voice mail to include a holiday greeting or positive word for the day. Speak kindly about co-workers or team leaders. Write a thank you note to a special donor or volunteer.<br /><br />Even the smallest “good thing” can make a big difference in the world in which you live. This life approach will not only make you feel better about your day, but it has the potential to transform your work too.<br /><br />This is the day the Lord has made, let us rejoice and be glad in it.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-16947949659548734852010-01-05T07:35:00.000-08:002010-01-05T07:35:50.522-08:00Megachurch Pastor's Plea Brings in $2.4-Million in Three DaysDid you see this article about Pastor Rick Warren's recent offering?<br /><br /><blockquote>Parishioners of Southern California’s Saddleback Church donated $2.4-million last week after their nationally known pastor issued a plea for funds to close a $900,000 deficit, reports the Associated Press.<br /><br />The Rev. Rick Warren, who delivered the invocation at President Obama’s inauguration last year, announced the windfall in a sermon January 2, three days after he posted a letter on his Web site detailing the evangelical church’s budget problems. He attributed the gap to a dramatic drop in holiday-season donations and the rising cost of aiding out-of-work parishioners.<br /><br />Mr. Warren said Saturday that all the money raised came from church members in donations of less than $100.<br /></blockquote>What implications does this have on fundraising in your organization, if any? We&nbsp;would love&nbsp;your thoughts and comments.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-48622442311093936902009-12-30T12:38:00.000-08:002010-01-06T16:57:14.366-08:00Time for your Annual ReportYear-end provides a fantastic time to communicate with your supporters and stakeholders - and an Annual Report is a great way to do it. The report can be used to&nbsp;communicate the impact your organization had in the year past, and to look ahead to your plans and expectations for the year ahead.<br /><br />Habitat for Humanity just released a <a href="http://www.habitat.org/support/report/2009/annualreport_2009.pdf">beautiful report</a> - focused on outcomes and impact. Here's the lead sentence: "Despite the struggling economy, more than 61,000 families were served in fiscal year 2009 - the most we have ever served in a year's time.&nbsp;Celebrate our successes, consider our goals for 2010 and review our financial information in this year’s annual report." Great impact and outcome language!<br /><br />We realize not all organizations have the manpower or design budget of an organization like Habitat. But no matter how modest the report, the discipline of doing it will force you to be strategic, and to communicate strategically with those that support you.<br /><br />Call us if we can help!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-63495942077954964172009-12-22T18:08:00.000-08:002009-12-22T18:09:59.939-08:00World Peace, For Everyone, All Over the World<strong>A Lesson In Mission and Visible Message Making</strong><br /><br />True story. I was working today, trying to wrap up a long list of details that need to be&nbsp;accomplished before year-end, when there was a knock on my office door. In walked a young Asian girl (Chinese, I believe) asking for donations. English was obviously not her first language, and so we had a few communication problems. But here is&nbsp;general transcript of the conversation.<br /><br />"What is this for?" Her answer: a charitable organization.<br />"What does the organization do?" Answer: brings peace to people.<br />"How?" Answer: Training and other programs that help bring peace.<br />"Where does the organization operate?" Answer: all over the world.<br />"Who does it help?" Answer: Children, university students...and adults<br /><br />Now granted, we we're both struggling to be understood. But after&nbsp;a few&nbsp;minutes of talking with this representative about the organization she wanted me to give money to (right that moment), here's what I knew: they serve all ages, everywhere, with training and programs that bring peace.<br /><br />I told her I had already made my gifts for this year. True. Mostly it was just a good excuse to mask the fact that, based on what I knew, I had no intention of giving her any money.<br /><br />The conversation reminded me again of how important&nbsp;our organization's mission and message efforts are. Here are a few key points to consider:<br /><ul><li><strong>Monster Missions bring organizational focus.</strong> Bringing peace to the whole world is a really nice idea, but nearly impossible to execute, especially for a small organization. Good <em>Monster Missions</em> should focus on outcomes, not programs, and help define what an organization can and will be responsible for.</li><li><strong>Visible Messages require clarity.</strong> Saying you provide "traning and programs" is simply not enough. What do you do? How do you do it? What are the results?</li><li><strong>Visible Messages require ROI.</strong> Needs and opportunities to give abound. Visible messages provide would be donors with a clear sense of what their money helps accomplish, what "return-on-investment" they can expect.</li></ul>Make sure your would-be donors don't miss out on the opportunity to understand and support your amazing and life-changing work. Clarify your mission and message today!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-11841644456040938212009-12-21T13:27:00.000-08:002009-12-21T13:28:17.657-08:00Mission-Oriented Merger to Increase ImpactAccording to an <a href="http://www.sfgate.com/cgi-bin/article.cgi?f=/c/a/2009/12/20/BAI21B6I1L.DTL">article</a> in the&nbsp;San Fransico Chronicle, <em>The Yosemite Association</em> and <em>The Yosemite Fund</em>, two nonprofit organizations that provide private financial support and interpretative programs in Yosemite National Park, have decided to merge.<br /><br />The <u>Yosemite Fund</u>, established in 1988, raises capital improvement money for projects in the park. Over the past 20 years, the fund has raised more than $55 million for 300 projects in the park. The <u>Yosemite Association</u>, which has headquarters just outside the park borders, has been a major player in Yosemite for years. It provides volunteers to help staff the museum in Yosemite Valley, it runs bookstores in the park, and it handles applications for wilderness permits for the park's backcountry, among other tasks.<br /><br />Three things to note:<br /><ol><li><strong>Mergers and partnerships are really happening!</strong> We keep hearing about the concept, but smart organizations are looking for ways to maximize their effectiveness and expand the reach and impact of their mission.</li><li><strong>They have complimentary strengths.</strong> These two organizations focus on different components of work (fundraising, programs), are&nbsp;focused on the same "cause," and realized that they were stronger together than apart.</li><li><strong>Strength squared.</strong> Both organizations have successful histories and have been around for some time. Their merger isn't about surviving, it's about moving forward!&nbsp;</li></ol>We believe that mergers and partnerships&nbsp;provide one important way for organizations to "find a better way to do more good." If you'd like to explore the possibilities for your organization, give us a call!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-33586790078400638672009-12-08T01:59:00.000-08:002009-12-08T02:05:59.260-08:00Hero-focused AppealsEvery good story needs a hero. Here are four tips by <a href="http://www.believemethebook.com/">Michael Margolis</a> to better-framed fundraising appeals that focus on a hero and a good story:<br /><br /><strong>Tip#1: Recognize that every good story needs a hero.</strong> We all want a central character to root for, to sympathize with, and to get invested into what happens next. Without a sympathetic hero, a story often arrives dead on arrival.&nbsp;But who is the hero in your fundraising appeal? And where do heroes fit in the world of marketing and sales?<br /><br /><strong>Tip #2: When it comes to marketing, it usually works best to put your customers at the center of the story.</strong> Rather simple when you're selling laundry detergent or TV dinners. We love to hear stories that appear to be about us. If you can see yourself in the story, you are more likely to buy-into the message. That's why most consumer product commercials build around the customer as hero.<br /><br />Most nonprofits don't have the luxury of a clear customer. At least not in the traditional sense. Instead, you face the murky waters of multiple stakeholders each relating to your issue from different angles: beneficiaries, donors, members, clients, and indirect customers. It's not an easy story to tell.<br /><br /><strong>Tip #3.Consider the following three hero alternatives:</strong><br /><ol><li><strong>Donor/Member as Hero</strong> - In many ways this most resembles the classic "customer as hero" storyline. The donor/member audience is often your "financial buyer" and therefore you want them to identify within your story. No better way than if they somehow see themselves inside the story. The challenge with this is that it puts a lot of emphasis on donors, and can perpetuate imbalances of power, endemic to the philanthropic sector. </li><li><strong>Beneficiary as Hero</strong> - This is the most common hero chosen by nonprofits. On one hand, this hero is often closest to the "action", and the direct mission of your organization. The challenge with this choice is that the story often turns into an glorified "overcoming adversity" story which is often dismissed as clichéd and melodramatic. Audiences are quick to tune out this story if they don't personally relate to the hero.</li><li><strong>Founder as Hero</strong> - Some nonprofits are started by charismatic leaders who experience or discover something they don't like and decide to personally do something. CNN Heroes Awards honors these kinds of heroes. This story is most familiar in our modern culture that seeks to celebrate regular individuals accomplishing extra-ordinary feats. The challenge here comes when the story needs to live on and travel beyond just one person. How do you get others to feel like they also own a piece of the story and can effectively speak on its behalf? </li></ol><strong>Tip #4.You are not restricted to these three classic hero alternatives.</strong> In practice, it can work any, which way, as long as you're telling the right story. You can also consider making your brand the hero, your culture/values the hero, or even use a metaphor as the hero. But each of those comes with their own set of issues.<br /><div><br /></div><div>There is an ideal goal to keep in mind: Make your hero a character everyone can relate to - donors, beneficiaries, employees, and stakeholders alike. In other words, identify the common identifiers and connections that cut across audiences. Too often we spend time reinforcing the differences of income, age, ethnicity, etc...instead of identifying that which invites and unites. <br /></div><br />Not everyone's been homeless and lived on the streets. But most of us have felt overwhelmed, alone or completely lost at some time in our life. If homeless organizations spent more time telling this bigger story, they would reach a wider audience, than those who self-identify as "caring about homeless issues". The best stories are those that transcend the traditional boundaries and remind us of our collective humanity.<br /><br /><div>Choosing the hero of your story is not always a simple process. But it goes to the heart of how your nonprofit frames its story for (a) wider mainstream acceptance or (b) more narrow restrictive appeal. The choice is up to you.<br /></div>Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-10121664516273159982009-12-08T00:49:00.000-08:002009-12-08T00:49:53.568-08:0093% of Charities Feel Recession's ImpactThe stock market may be rebounding, but for charities the negative impact of the recession has only deepened over the past year, according to a survey released by the Bridgespan Group, a nonprofit consulting group in Boston.<br /><br />Ninety-three percent of charity leaders said their organizations are feeling the effects of the economic downturn - a significantly higher percentage than in previous polls.<br /><br />2010 promises to be a challenging year, and will require organizations to consider new strategies and models for reaching both donors and those they serve.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-63763359931218047192009-12-08T00:41:00.000-08:002009-12-08T00:41:37.223-08:00Stewardship as a LifestylePastors and ministry leaders will want to check out <a href="http://www.thefrankgroup.us/">John Frank's</a> recent post <a href="http://www.christianleadershipalliance.org/resourcedevelopment/2007/stewardshipalifestyle.html?start=1">Stewardship as a Lifestyle</a>. It's an excellent take on what stewardship implies to our organizations and to those that support us. Here's an excerpt:<br /><blockquote>I have a challenge for my leadership friends in churches and parachurch ministries: Your organizations are not in Scripture. What you do is. To feed the hungry, care for the widow and the orphan, share the Good News, and the like are clearly in Scripture. But your organization, denomination, or local church structure is not defined in the Bible.<br /><br />The steward by contrast is Scripturally defined. God cares about how we live. He is concerned with how we, as stewards, invest ourselves in frontlines ministry. We will be held accountable for our stewardship generosity in caring for God's people. (Phil. 4:17) Our churches and ministries are conduits for stewards to exercise their priorities and callings.<br /></blockquote>Do you&nbsp;work in an organization without a faith-based orientation? Well, the lesson still applies to you!&nbsp;What you do, not who you are, is what matters. Our organizations are conduits for our donors/stewards to exercise their priorities, passions, and callings. We serve to help them serve. <br /><br />So be it.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-84680372534537403432009-12-08T00:25:00.000-08:002009-12-08T00:25:50.473-08:00Developing an Effective Strategic Fundraising PlanReady to start planning for 2010? Well, here&nbsp;are ten&nbsp;excellent steps&nbsp;from <a href="http://www.douglasshaw.com/">Douglas Shaw</a> and the <a href="http://www.christianleadershipalliance.org/">Christian Leadership Alliance</a> for forming a Strategic&nbsp;Fundraising Plan. (Notice how mission-driven the whole plan is!)<br /><br /><ol><li>Identify your Mission Statement/Vision Statement.</li><li>Establish your goals for each major area of responsibility as they support your vision and mission.</li><li>Document your historical methods for achieving your goals and their effectiveness.</li><li>Establish assumptions for each major area of consideration.</li><li>Develop specific strategies for each area including all resources needed to accomplish your goals.</li><li>Review your strategic plan to assure compliance with goals and their direct support of your mission. Confirm that resources are available; if not modify the plan to acquire additional resources or downsize the plan.</li><li>Publish your strategic plan to all members involved in accomplishing it.</li><li>Monitor the execution of your plan, making modifications to assumptions as new information dictates.</li><li>Modify your plan as reality dictates, making sure that all parties are aware of all changes and appropriate approvals are secured.</li><li>Maintain a continuous planning file during the course of the year to facilitate more effective planning in the upcoming year.</li></ol>&nbsp;Need help? Give us a call!Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-60071807392856240222009-12-02T10:38:00.000-08:002009-12-02T11:01:25.055-08:00Top 10 Ways to Boost Online Giving at Year-End<strong>Online Giving Strategies for Successful Year-End Campaigns</strong><br /><br />The most important - and most critical - giving season is upon us. For many nonprofits, one out of every two gifts comes in the last three months of the year.<br /><br />Online giving is even more important at year-end. About 40 percent of online gifts are made in December. And 40-60 percent of those gifts are made the last two days of the year. Online giving brings in wealthier, higher-dollar and younger donors. AND the average online gift ($84) is much higher at year-end than earlier in the year ($67).<br /><br />Smart fundraisers want to be all over their online fundraising strategies. Use these tactics from <a href="http://www.gailperry.com/">Gail Perry</a> to zoom past your year-end goals:<br /><br /><strong>#1. Use multiple asks this month and multiple formats.</strong> Repeating your appeal is always more powerful and successful than a single ask that goes out as a stand-alone effort. People are busy during the holiday season and they will need plenty of reminders. Donors all have different visions of how they want to help you and how they want to give. So be sure to offer different giving opportunities and a variety of ways that they can support you.<br /><br /><strong>#2. Start now.</strong> The first step to any fundraising campaign is thanking your donors for their partnership and friendship. Start with a pre-or-post-Thanksgiving feel-good note that expresses your thanks to your donors.<br /><br /><strong>#3. Vary your messaging.</strong> Share a compelling, emotional story about a special success; recap your outcomes and accomplishments for the year; help your donors celebrate your successes; or ask donors who have already given for an additional year-end gift, as you talk about the challenges of the coming year. Create a deadline-driven challenge or matching gift opportunity that can build momentum and visibility.<br /><br /><strong>#4. Promote philanthropic gift-giving.</strong> "Holiday e-cards for your family and friends" provide a green alternative that can promote your nonprofit AND carry a donation to your cause. "Last minute holiday gifts" promote gift memberships that your donors can give to others.<br /><br /><strong>#5. Focus on tax deductibility on Dec. 30 and 31.</strong> Remind your donors that they can make a secure last-minute donation just in time for the tax deadline. But only send this after Dec. 26. Here's an example: December 23 -a "holiday support" email; December 29 - an email emphasizing tax deductible giving opportunities; December 31 - a final "last chance to donate" email.<br /><br /><strong>#6. Be sure your website is up to date and snappy.</strong> Remember that over 65 percent of ALL DONORS will probably check out your website before they write a check or make a gift, according to Kivi Leroux Miller of <a href="http://www.nonprofitmarketingguide.com/blog/" target="_blank">nonprofitmarketingguide.com</a>. Here's a list of the <a href="http://www.gailperry.com/2009/10/top-10-things-donors-want-from-your-nonprofits-web-site/" target="_blank">Top 10 things donors want</a> from your website. And be absolutely sure that your call to action is clear, concise and directive!<br /><br /><strong>#7. Make it easy to give.</strong> Online donors are often impatient and in a hurry. If you make it difficult for them, they'll be gone - possibly to another nonprofit's site. A majority of would-be donors never make it through the process to complete their gifts. Make sure the online process is easy, provide phone support, etc.<br /><br /><strong>#8. Create an extra large "donate now" button.</strong> Check out <a href="http://www.fundraising123.org/article/one-fool-proof-way-make-donating-easier-donors" target="_blank">Network for Good's three tips</a> for the best donate button: make it big; put it above the fold, and create a simple, easy-to-use contribution form.<br /><br /><strong>#9. Make your donate page seamless and easy to whiz through.</strong> Check out this list of the <a href="http://www.freerangestudios.com/whitepapers/fundraising.pdf" target="_blank">11 Deadly Sins of Donate Page Design</a> from <a href="http://seachangestrategies.com/blog/home/" target="_blank">Seachangestrategies.com</a>. Be sure you avoid these common mistakes in nonprofit donate pages: Cluttered pages, Unintuitive layouts, Unclear directions, Long and complex forms, Unnecessary fields<br /><br /><strong>#10. Test your own online donation process.</strong> Ask a friend to make a donation and watch them as they go through the process. Ask them for feedback as they are making the gift. Ask them to find the site, and find the donate page - and see how easy - or difficult it is.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-23042486852157555922009-12-01T10:31:00.000-08:002009-12-02T11:04:21.150-08:00Four Nonprofit Essentials for Effective Social Media<p>The study, <em>ENGAGEMENTdb: Ranking the Top 100 Global Brands</em>, reviewed how the top 100 most valuable brands (as identified by the <em>2008 BusinessWeek/Interbrand Best Global Brands</em> rankings) use more than 10 different social media channels, including blogs, Facebook, Twitter, wikis and discussion forums. (The full report, along with the survey and comparison tool, is available at the ENGAGEMENTdb website, <a href="http://www.engagementdb.com/">http://www.engagementdb.com/</a>.) </p><p>While the study focused solely on for-profit entities, the findings from the study can be easily applied to nonprofit organizations, and offered four key tips for organizations just beginning to find their way in the social media arena:</p><p><strong>#1: Emphasize quality, not just quantity.</strong> The report shows that engagement is more than just setting up a blog and letting viewers post comments; it's more than just having a Facebook profile and having others write on your wall. Rather, it's keeping your blog content fresh and replying to comments; it's building your friends network and updating your profile status. Don't just check the box; engage with your customer audience.</p><p><strong>#2: To scale engagement, make social media part of everyone's job.</strong> The best practice interviews have a common theme--social media is no longer the responsibility of a few people in the organization. Instead, it's important for everyone across the organization to engage with customers in the channels that make sense--a few minutes each day spent by every employee adds up to a wealth of customer touch points.</p><p><strong>#3: Doing it all may not be for you--but you must do something.</strong> The optimal social media marketing strategy will depend on a variety of factors, including your industry. If your most valuable customers do not depend on or trust social media as a communication medium, or if your organization is resistant to engagement in some channels, you will have to start smaller and slower. But you must start, or risk falling far behind other brands, not only in your industry, but across your customers' general online experience.</p><p><strong>#4: Find your sweet spot.</strong> Engagement can't be skin-deep, nor is it a campaign that can be turned on and off. True engagement means full engagement in the channels where you choose to invest. Thus, choose carefully and advocate strongly to acquire the resources and support you will need to succeed. If you are resource-constrained, it is better to be consistent and participate in fewer channels than to spread yourself too thin.</p>Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-39809046853054517612009-11-30T10:15:00.000-08:002009-12-03T12:36:14.534-08:00Three More Years of This?<strong>Experts Say Giving Downturn Likely to Last Until 2012</strong><br /><br />A recent article in <a href="http://features.csmonitor.com/economyrebuild/2009/11/30/economic-scene-no-quick-recovery-for-charitable-giving/">The Christian Science Monitor</a> reports that giving may remain flat or continue to decline for a few more years. According to the Giving USA Foundation, contributions dropped 2 percent from 2007 to 2008 and are likely to decline more steeply this year. Another study concluded that, based on giving patterns in the aftermath of the Depression and the recession of 1973-75, inflation-adjusted giving won’t return to the 2007 level until at least 2012, even if the recession ended by this June.<br /><br />Other recent studies have concluded that due to the shrinking economy, global shifts in economic power, and the enormous growth of the nonprofit sector over the past decade, a large percentage of churches and nonprofit organizations could remain in a chronically difficult situation for years to come. That is, unless, something changes.<br /><br />Organizations that intend to continue to serve the needs of their community will have to confront this reality directly, implementing new strategies for raising funds and providing service that <span class="blsp-spelling-corrected" id="SPELLING_ERROR_0">maximize</span> resources and organizational impact. <strong>This is a time for monster missions. This is a time for highly engaged leaders and teams. This is a time for real comprehensive approaches to funding. This is a time to live on the EDGE.</strong>Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-85984621499677770912009-11-21T13:33:00.000-08:002009-11-21T13:58:12.779-08:00Stop Choosing Program Over Mission<p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;"><strong>Great Thoughts for Pastors of Mission-Minded Church Leaders</strong></span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">Here is <a href="http://www.johnpearsonassociates.com/">John Pearson's</a> review of the book <span style="font-family:'Arial', 'sans-serif';"><a href="http://rs6.net/tn.jsp?et=1102840631699&amp;s=1248&amp;e=0019GdXOluh2k6_XMeoC8TNRPM65rEP3xrj4XGjIiOiUMTqTu-UMw5z6WH_hQn-GVBJ3rcQmywk3JnP_j8vU1IlQXB1V1ZWKDkchpXgnAKTr9BFChJRA8qeE_1AmDhCegLeKqBGBlQFn053YtjuDUCe3YhgC_vfgNC2KYzLPlJYfE95gf4zNEaIIQzuA-IizohSUOTSoJZxvz_FoxXwCs1ugjIW1yPrAcso9FR5VuwHWFOapSFjqX7LENLDUHVnakYmZX6avuWjAC4kJJoFFcdLWE3it_O32MuHv2PDUJ318g1-qRsRmGPTMk2iFnNrW2Dz7VcaVWA8avU="><em>Missional Renaissance: Changing the Scorecard for the Church</em></a></span><span style="color:#333333;">, by Reggie McNeal. </span></span></span></p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;"><span style="color:#333333;"><blockquote><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;"><span style="color:#333333;">Reggie McNeal says that “the rise of the missional church is the single biggest</span>development in Christianity since the Reformation.” That’s an extraordinary claim—and you should read his latest book to see if you agree.</span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">Churches, he argues, can now be divided into two groups: those that get it (being missional) and those that don’t. The typical clergyperson, McNeal writes, “Is groomed to do project management (yes, even the sermon is a project) and perform religious rites, not develop people.” So he calls the church to a new role and a new scorecard:</span></span></p><ul type="disc"><li style="MARGIN: 0in 0in 0pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-list: l0 level1 lfo1; tab-stops: list .5in" class="MsoNormal"><span style="color:#333333;"><strong><span style="font-family:'Times New Roman';">Ministry focus:</span></strong><span style="font-family:'Times New Roman';"> from internal to external</span><span style="font-family:'Times New Roman';"><?xml:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /><o:p></o:p></span></span></li><li style="MARGIN: 0in 0in 0pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-list: l0 level1 lfo1; tab-stops: list .5in" class="MsoNormal"><span style="color:#333333;"><strong><span style="font-family:'Times New Roman';">Core activity:</span></strong><span style="font-family:'Times New Roman';"> from program development to people development</span><span style="font-family:'Times New Roman';"><o:p></o:p></span></span></li><li style="MARGIN: 0in 0in 0pt; mso-margin-top-alt: auto; mso-margin-bottom-alt: auto; mso-list: l0 level1 lfo1; tab-stops: list .5in" class="MsoNormal"><span style="color:#333333;"><strong><span style="font-family:'Times New Roman';">Leadership agenda:</span></strong><span style="font-family:'Times New Roman';"> from church-based to kingdom-based </span><span style="font-family:'Times New Roman';"><o:p></o:p></span></span></li></ul><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">The missional movement is not about “doing church” better. “It is not church growth in a new dress,” or a hot new trend or fad. So what is it? McNeal says that “the missional church is the people of God partnering with God in his redemptive mission in the world.” The focus is on the world, not a full calendar of church activities that are exhausting, not equipping, God’s people.</span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">The author/church consultant reports on many North American church leaders who have moved from a church-centric operation (come to our buildings) to a community focus (we go to you). Example: a senior pastor sent his staff into the community (malls, schools, stores, etc.) and asked them to observe people through God’s eyes for one hour. Their conclusion: all the nifty programs back at the church were not now reaching nor would they ever reach those people. Then on a Sunday he sent the whole church into the community to observe. Bingo! The people got it—and it turned the church upside down by being outwardly focused.</span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">McNeal adds, “We were told that if we built successful churches, people would come. We bought and paid for the lie that Six Flags over Jesus was what the world needed. We believed that if we built better churches, our cities would be better off. We telegraphed in dozens of ways the message that involvement in church life was the portal to fulfillment and the mark of an abundant life.”</span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">“The program-driven church has produced a brand of Christianity that is despised, not just ignored, by people outside the church.” His solution? We need a new scorecard to measure what matters—not church attendance and a zillion sermons, but out-in-the-trenches life-on-life community engagement that produces life transformation. </span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">McNeal then suggests how a church could reallocate resources and he gives more than 75 missional indicators that could be measured in six key areas: prayer, people (leaders and others), calendar (time), finances, facilities and technology. For example, he suggests you measure the number of schools that use the church’s facilities. Another measurement: track the amount of time invested in leaders meetings that focus on the people development side.</span></span></p><p><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">If McNeal is right—that there is (or will soon be) a major chasm between those “doing church” versus those “being the church”—then this insight from Phil Cooke’s newsletter, <em><span style="font-family:'Arial', 'sans-serif';">The Change Revolution</span></em>, is noteworthy. Citing Alexander von Humboldt's <em><span style="font-family:'Arial', 'sans-serif';">Three Stages of Scientific Discovery</span></em> (as referenced by Bill Bryson in his book, <em><span style="font-family:'Arial', 'sans-serif';">A Short History of Nearly Everything</span></em>) Cooke notes that there are five stages to innovation:</span></span></p><ol><li><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">People deny that the innovation is required. </span></span></li><li><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">People deny that the innovation is effective.</span></span></li><li><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">People deny that the innovation is important.</span></span></li><li><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">People deny that the innovation will justify the effort required to adopt it.</span></span></li><li><span style="font-family:'Arial', 'sans-serif';"><span style="color:#333333;">People accept and adopt the innovation, enjoy its benefits, attribute it to people other than the innovator, and deny the existence of stages 1 to 4. </span></span></li></ol></blockquote></span></span></span>Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-32470558502982803342009-11-12T11:39:00.000-08:002009-11-12T14:28:37.137-08:00Leadership Controversy Impacts Fundraising and FutureFeed the Children, one of the nation’s biggest antipoverty charities, enters the crucial holiday fundraising season with a fundraising situation much more challenging than the bad economy: It is embroiled in a high-profile legal dispute after it fired its founder and most prominent fund raiser, Larry Jones.<br /><br />The report from the <a href="http://philanthropy.com/news/updates/10131/antipoverty-charity-faces-fund-raising-challenges-in-wake-of-firing">Chronicle of Philanthropy</a> states that Feed the Children raised more than $1-billion last year in cash and donated goods, placing it at <a href="http://philanthropy.com/premium/stats/philanthropy400/index.php?keyword=feed+the+children&amp;search=search">No. 5</a> on the most recent Philanthropy 400, <em>The Chronicle’s</em> list of the charities that raise the most each year from private sources. The organization provides food, clothing, medicine, books, and other supplies to needy children and families in the United States and overseas.<br /><br />Whatever the specifics of the organization's leadership issues, here's the point - l<u>eadership matters</u>. Decisions made by senior leaders and board members can either ignite an organization's mission flame, or nearly extinguish it. The volunteers, staff members, stakeholders, and most importantly the people served, all benefit from good leadership. Unfortunately, with poor leadership, they can all suffer too.<br /><br />This is why EDGE places such an emphasis on leadership while working with charities, churches, and schools. Strong, mission-driven leadership is the backbone of all good work. Under it's guidance, good work has the opportunity to flourish. But more than one organization has experienced the dismay and disruption of leaders and boards who put their own needs above the needs of those they serve, destroying invaluable amounts of good work in the wake of their decisions.<br /><br />In Feed the Children's situation, the politics and lack of good leadership is threatening more than the organization's year-end fundraising.Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-28712723695913097172009-11-12T11:20:00.000-08:002009-11-12T11:37:49.744-08:00New Fame for the Everyday DonorThe <a href="http://www.nytimes.com/2009/11/12/giving/12CIVIC.html?ref=giving">New York Times</a> recently published an article on the impact of small donations. Large multi-million dollar gifts usually get all the media attention, but the philanthropic reality is that more than 80% of all individual donations come from people with middle or low incomes.<br /><br />"We are deluded by the attention paid to the large contributors in our country,” said Wendy Smith, author of <a href="http://www.amazon.com/Give-Little-Small-Donations-Transform/dp/1401323405/ref=sr_1_1?ie=UTF8&amp;s=books&amp;qid=1258054302&amp;sr=8-1">Give A Little: How Your Small Donations Can Transform the World</a>. “Small checks coming through the mail are the bread and butter for most organizations.”<br /><br />Here are a couple examples:<br /><br /><strong>Example 1:</strong> After a tsunami devastated parts of southeast Asia in 2004, individuals in the United States donated $2.78 billion of the $6.2 billion raised for relief efforts — and the median gift was $50.<br /><p><strong>Example 2:</strong> <a href="http://www.onedayswages.org/">One Day’s Wages</a>, a new charity established by Eugene Cho, a Christian minister in Seattle, asks donors to give up a day’s income to charity. The idea came to Mr. Cho during a trip to Myanmar a few years ago when he visited a school in the jungle whose teachers were taking better-paying jobs in bordering Thailand. He asked a village elder what it would take to retain teachers, and they said about $40 each. Not a week. Not a month. “I realized he meant per year,” said Mr. Cho. “It hit me: $40 can make a huge difference.”</p><p> </p>Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0tag:blogger.com,1999:blog-24233394.post-40271264659964963642009-11-11T17:31:00.000-08:002009-11-11T17:43:52.451-08:00Measuring Outcomes, Not DollarsThis quote from <a href="http://www.robertegger.org/">Robert Egger</a>, Founder of <a href="http://www.dccentralkitchen.org/">DC Central Kitchen</a> and author of "<a href="http://www.amazon.com/Begging-Change-Nonprofits-Responsive-Efficient/dp/0060541717">Begging for Change</a>," is a crucial message for organizations, ESPECIALLY in the midst of a challenging economy.<br /><br />"From now on, giving isn't enough. Philanthropy has to take itself to the next level by demanding results from what's given and taken. We've already been down the road of using money as a metric. Charity for the 21st century is about the ways in which we use money - and other resources - to get the maximum long-term results in whatever or whomever we're trying to help. If the 20th century was all about bucks, the 21st century has to be about what kind of bang we can get from those bucks."Jim Shapiro &amp; Shannon Barneshttp://www.blogger.com/profile/12061948176525413737noreply@blogger.com0